A Pune-based tech professional, Bhupendra Vishwakarma, has widespread discussions about corporate culture and employees’ well-being with his viral LinkedIn post detailing the reasons behind his decision to leave Infosys without getting another job offer. Vishwakarma, who worked as a senior systems engineer at Infosys, cited six key issues that led to his resignation and highlighted systemic flaws within the company.
The post resonated with many IT professionals who shared similar experiences in the comments section. It also sparked discussions about the importance of mental health and wellbeing in the workplace, and the need for companies to foster positive work environments that value and recognize their employees.
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Why I left Infosys Job without any offer letter in hand even though I was the sole breadwinner for my family
During my time at Infosys, I faced several systemic issues that ultimately forced me to take the difficult decision to leave without an offer in hand. I want to talk openly about these challenges because they are indicative of larger problems in corporate workplaces:
1. No financial growth despite promotion: Being promoted from systems engineer to senior systems engineer sounds good on paper, but it meant nothing without a monetary increase. For three years I worked hard, met expectations and contributed to the team, but saw no financial recognition of my efforts.
2. Unfair workload redistribution: When the team size reduced from 50 to 30 due to attrition, the additional workload was simply dumped on the remaining employees. Instead of hiring replacements or providing support, management took the easy route—overloading the existing team without compensation or even recognition.
4. Toxic customer environment: The customer’s unrealistic demands for ultra-fast responses created a toxic work culture where even minor issues led to escalations. This pressure trickled down and created stress at every level of the hierarchy. It felt like a constant state of firefighting, with no room for personal well-being.
5. Lack of recognition: Despite consistent efforts and recognition from my peers and seniors, none of it translated into tangible rewards – be it financial growth, promotions or career advancement. Hard work felt like it was taken for granted.
6. On-site opportunities and regional bias: On-site opportunities were never based on merit, but rather on language preferences. Telugu, Tamil and Malayalam speaking employees were regularly prioritized for such roles, while Hindi speaking employees like me were overlooked regardless of our performance. This blatant prejudice was both unfair and demoralizing.
These issues are not unique to me – they reflect the experiences of countless employees who feel voiceless in the face of such systemic failures. I chose to leave because I could not compromise my self-respect and mental health for an organization that ignored these basic issues.
It is time for corporate executives to stop sugar coating the realities on the ground and start addressing these problems. Employees are not resources to be exploited; they are people with aspirations and limits. If such toxic practices continue unchecked, organizations risk losing not only their talent but also their credibility.